Case studies

On completion of the analysis of this case, students would be able to: analyze how external environmental factors impact the product market matrix; evaluate growth choices open to an incumbent business and how they create and capture value; and develop corporate strategies of a multi-business firm to respond to external dynamics.

The case presents an opportunity to examine the timing of entry of an incumbent firm in a new market segment. Bajaj Auto, a well-established Indian two-wheeler and three-wheeler manufacturer and exporter, chose to enter the electric vehicle space much later than technology start-ups and other incumbents. After three years, the company’s business in this segment might appear successful, but it is not in a position to dislodge the market leader, Ola Electric. The case focuses on the dilemma of market entry timing, positioning of a new product, managing an interlinked product portfolio, the need to develop a robust ecosystem of partners and dealing with unpredictable export markets.

The case can be discussed in a session of graduate-level business strategy/corporate strategy/international business course that deals with the growth strategies of an incumbent.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case study draws on secondary sources, which are cited in the case and included in the “References and Other Supporting Materials” section of the teaching note, as well as a semi-structured interview with the case’s protagonist to accurately portray the context, considerations and competing interests necessary for students to make an evidence-based recommendation about 5 Generation Bakers’ future. The case protagonist (Scott Baker) gave the author team written permission to use identifying information from the interview. As such, the authors made no attempt to disguise any names or facts pertaining to this case. As a descriptive incident, it illustrates widely used theoretical concepts and models. The case provides students the opportunity to identify theoretical concepts and practical management strategies moving forward in academic and management settings. No AI was used in writing either the case or teaching notes.

Scott Baker, owner of 5 Generation Bakers in McKees Rocks, PA, found himself in a difficult position in October 2015. Needing to find a new facility to expand his bakery business and meet the needs of the modern bakery industry, Scott was on his way to a meeting with officials from Cranberry Township promising a sleek, modern facility in an area with lower taxes and promising access to transportation. This tempting offer came at a cost: uprooting his loyal employees and abandoning McKees Rocks after several decades of his family operating a bakery there. On that October day, a twist emerged – the newly vacant lot of a recently closed Bottom Dollar store offered a chance to expand locally. Now, the family business owner had to decide: pursue the new facility in Cranberry, or revitalize his business and stay local. This case is widely applicable but is most directly relevant to modules related to ethics, corporate social responsibility, family business dynamics and stakeholder management analysis in management and leadership courses.

This case is most applicable to business students at the undergraduate or graduate level in entrepreneurship, business strategy, ethics, or related fields. The case is particularly relevant for modules in decision-making, corporate social responsibility, stakeholder management and family business dynamics.

Primary and secondary data were used to prepare this case. For primary data, the company’s owner was interviewed on multiple occasions. The authors also used Vino Mundo company materials, websites and internal reports in developing the case. Other secondary data sources were used to obtain information on the external environment, industry, demographics and market. Secondary data sources included the World Bank, INEC and Urban and Cities Platform data sets.

Vino Mundo was a restaurant and event space in a beautiful mountain villa outside of San Jose, Costa Rica. It offered international cuisine and wine. The founder and owner, Guillermo Aguilar, faced challenges with sustaining and growing his business in the wake of the global pandemic in 2022. Although he had a strong vision for Vino Mundo, he needed to revisit his strategic plan, especially in marketing. He had many decisions to make in 2023.

The case is primarily designed for upper-level undergraduate and graduate marketing courses. It is well-suited for subjects such as marketing management, entrepreneurial marketing, marketing in emerging markets, family and small business marketing and global marketing. It covers topics including marketing strategy and tactics, new product development, segmentation, targeting, positioning, strategic marketing management, family businesses and emerging markets.

The case is designed to exemplify the following microeconomics concepts:

▪ factors affecting demand and supply;

▪ movement along the demand and supply curves;

▪ shifts in the demand and supply curves;

▪ price elasticity of demand and supply in the short run;

▪ the cross-price elasticity of demand;

▪ regulated markets; and

▪ government import policies.

Dr Sania Rizvi, an agricultural economist and head of the task force committee on rising food prices, was heading the meeting, focusing on the unprecedented increase in food items generally, mainly the trek in tomato prices. Sania, who had ten years of experience in food supply chain dynamics and market analysis, adopted a thorough approach by considering all the elements influencing tomato prices. This included analyzing issues related to production at the farm level, logistical difficulties, market demand and import policies. The year 2022 brought with it exceptional circumstances of massive monsoon floods, affecting the supply and demand factors in the tomato market. This led to sharp hikes in prices, actual and artificial supply shortages and changes in consumer demand because of expectations of future supply shortages. The massive floods during the monsoon season destroyed standing tomato crops and damaged transport infrastructure, creating a supply shortage. Surviving tomato crops were hoarded by profiteers in hopes of driving prices higher. The Government of Pakistan relaxed restrictions and taxes on tomato imports from Iran and Afghanistan to ease the situation. Moreover, the lack of temperature-controlled storage environments for perishable products, such as tomatoes, presented a significant challenge for the tomato supply chain, particularly in times of crisis, such as the one witnessed in 2022 in Pakistan. Sania’s report was anticipated to play a crucial role in formulating initiatives to alleviate the burden on consumers and establish long-term stability in the market.

Undergraduate and graduate-level programs.

This case is designed for undergraduate and postgraduate courses in a management program focusing on microeconomics. In particular, the theme covered is supply and demand and elasticity analysis. It can also be used in agricultural economics, public policy, supply chain management, and executive training to familiarize participants with these concepts.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

The information used in the case study was obtained from secondary sources, such as internal company documents, reports and interviews. Additionally, the first author had direct involvement in the cultural integration process, serving as one of the key members of the post-merger integration team. This role provided firsthand insights into the challenges faced by both parties, particularly in navigating cultural differences. To maintain confidentiality, company names and specific identifying details have been anonymized. The author’s dual perspective – drawing from company data and personal observations – offers a nuanced view of the cultural dynamics explored in the case.

This case delves into the complexities of a USA–South Korean corporate merger, focusing on cultural integration challenges within the acquired Chicago-based subsidiary. Mark Lee, Director of Learning and Organizational Development at the South Korean conglomerate’s US regional headquarters, investigates the reasons behind key executive departures and overall turmoil in the organization, aiming to propose solutions for better cultural synergy.

This case study is suitable for upper-level undergraduate and graduate students in courses related to international business, organizational behavior and human resource management, particularly those focused on cultural dynamics in global organizations. It also fits well into MBA-level programs where students are exploring strategic management and leadership in cross-border contexts.

The purpose of this study is for students to develop an understanding of the importance of the presence of corporate governance mechanisms within companies that are not listed on the stock exchange.

This teaching case was based on real events experienced by the Brazilian Confederation of Aquatic Sports (CBDA), an Olympic sports organization in Brazil, which manages one of the most successful sports in winning international medals and generating idols in the national sport, swimming. In 2017, with the poor performance at the Rio Olympic Games and investigations into institutionalized corruption scandals, the entity fell into discredit and lost its main sponsor. In this context, the fragility of the control mechanisms present in management and the lack of transparency in the CBDA command became evident. Students are expected to put themselves in the shoes of Mr. Carlos dos Santos, new president of CBDA, to suggest strategic actions that can be implemented to solve the challenges faced in the management of the entity.

The suggested application is in undergraduate and lato sensu postgraduate courses in Administration, in the discipline of corporate governance.

Teaching notes are available for educators only.

CSS 11: Strategy.

Data is gathered from published sources, informal chats with umbrella buyers and sellers in Alleppey and social media posts.

In Kerala, where monsoons dominate life, umbrellas are more than just a rainy-day essential – they are cultural icons. Enter the fierce, yet friendly rivalry between Popy’s and John’s Umbrella Marts (small and medium enterprises), two homegrown brands that captivated the state for nearly three decades. What began as a simple necessity has turned into an innovation race, with quirky designs such as umbrellas with fans, GPS trackers and even selfie sticks. Behind this playful competition lies a story of family ties, smart marketing and competitive economics. It is only in Kerala that umbrellas transitioned from a commodity to a product. Cousins-turned-business-competitors Joseph and Davis Thayyil have transformed the humble umbrella into a symbol of identity and nostalgia for Malayalis. Their creative strategies not only captured markets but also redefined what an umbrella could be. How Popy’s and John’s umbrellas took advantage of Kerala’s unique monsoon season to drive product differentiation and establish themselves as household names for the last thirty years is a case to be explored.This above is presented as a case that draws data from published sources as well as from Kerala markets using unobtrusive methods.

This case is suited for MBA students specializing in marketing or organization theory and can be adapted for introductory marketing courses (BBA/MBA) focusing on regional branding and marketing mix.

This case study aims to provide a focused and specific understanding of the growth challenges faced by Bangalore International Airport Limited (BIAL) in its revenue streams, the strategies used to overcome them by adopting environmental, social and governance (ESG) framework and set global standards with universal norms and make BIAL a world-class airport by applying value, rarity, imitability and organization (VRIO) framework.

BIAL developed and has been operating the Kempegowda International Airport near Bengaluru in India since 2008. This city is the capital of Karnataka in India and a startup of new businesses and information technology hub. The COVID-19 pandemic had profoundly impacted aviation industry including BIAL, resulting in a significant decline in both passenger traffic and cargo handling resulting in weak profitability.

Mr Anant Sharma as chief strategist officer of the company was assigned to formulate strategies for various challenges that BIAL is facing in terms of the pending expiry of a concession agreement, decreasing non-aero revenues and making appropriate strategies to help BIAL not only to grow but also be sustainable in future.

This case study offers opportunities to students to delve into making strategic choices with developing an ESG business impact for sustainability, exploring factors which are affecting the future of airports which are followed internationally and finding key pillars for airport business to grow in its business portfolios. The case study also investigates into how BIAL would be able to accommodate demand in the next 30 years and provide readers the directions to innovate new strategies using VRIO framework to help airport to grow in right direction and become world-class airport.

This case study is suitable for basic courses in strategic management in emerging market both at postgraduate level and undergraduate level. In addition, it can be used in corporate training programs for aviation industry professionals.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case is written on the basis of available secondary data sources including news articles, book chapters, video (YouTube) interviews, research papers and industry reports.

The case study examines Taylor Swift’s professional journey from her debut in the mid-2000s to the present, highlighting her notable accomplishments as a singer-songwriter and entrepreneur. Swift’s success in music, evident through chart-topping albums, sold-out tours and strategic partnerships, positions her as a significant figure in the industry. However, her primary challenge involves maintaining relevance and staying ahead in a continually evolving environment. To sustain her leadership role, Swift must consistently innovate across music, public image and promotional approaches. This entails adapting to changing trends, using digital platforms for increased audience engagement and exploring themes such as audience connection, brand evolution, effective marketing and the ongoing pursuit of competitiveness and influence amid dynamic market conditions. This case delves into Taylor Swift’s evolution as a multifaceted entrepreneur, exploring her strategies to merge personal values with commercial success while navigating public scrutiny and market demands. It highlights her strategic use of social media, engagement with controversies and carefully crafted personal brand to maintain her global influence.

This case may be taught in advanced undergraduate level courses or graduate level courses such as MBA. This case is appropriate for students studying entrepreneurship, marketing and business strategy.

The case describes a real company, real people and real situations. The authors have used real names other than the name of the cosmetic formulation company and the product design company – which the authors address as “the Florida company” and “the product design company,” respectively. The authors used both secondary and primary data to develop this case study. The case originated from the guest lecture given by Paige in one of the author’s classes. Following her guest lecture, the authors asked her permission to develop her story into a case study, and she graciously consented. The authors obtained background information about the company – Aer Cosmetics, from the company website, news articles and the TEDx talk delivered by Paige. The authors followed it with Paige’s interview, which the authors recorded and transcribed. Based on this interview and the information collected from the other sources, the authors developed the final version of the case study. Paige read and approved the final version for its factualness and sequence of events. The case was then informally reviewed by professors who have published their case studies in the target journal. The authors revised the case study based on this feedback and again obtained Paige’s approval on the case text before submission to the journal.

This case is set in May 2024. Paige DeAngelo, the CEO of Aer Cosmetics, was disappointed with the sales of her newly launched sustainable mascara product. She had been a student entrepreneur at Drexel University for the last three years. She developed her product with the help of the university incubator and other entrepreneurial support systems available at Drexel and outside. Paige had graduated in December 2023. Drexel University allowed its students to remain in their incubator program only up to one year after graduation. Thus, with seven months remaining, it is time for Paige to decide how she would manage the next growth phase of her business. The students are put into the shoes of Paige DeAngelo. They are asked to decide whether to extend their stay in the incubator program, venture out and be an independent business entity, pitch the company for acquisition by corporations, or leverage other entrepreneurial support systems in the environment to grow the company. Students need to craft a strong argument, either supporting the options they advocate for or opposing those they reject.

This case was written primarily for upper-division undergraduate courses but is also suitable for MBA courses.

This case study aims to provide an insight into the specific needs and constraints of rural communities related to energy access in India; help the students in assessing the effectiveness of the strategies in meeting the goals of the organization; help students understand the broader social responsibility of non-governmental organizations (NGOs) in contributing to United Nations Sustainable Development Goals; and empower the students to use the “theory of change methodology” to plan, execute and evaluate change implementation at the community/organizational level.

This case study is about a non-profit organization, Chirag Rural Development Foundation (CRDF), which provided solar lighting to empower villages in India. The NGO started its operations as a student-led initiative in 2010, and since then it was involved in various activities for rural upliftment using solar as the base. They initially provided solar equipment for home lighting which eventually grew into street lighting, school lighting and then water-lifting using solar pumps for drinking and livelihood under the integrated village development program. In 2021, Sabah Vig, the chief executive officer of CRDF, realized that the organization had grown much beyond the scope for which it was initially established. She felt the need to structure them and appropriately measure their complete sustainable impact so that CRDF could effectively track progress, optimize resource allocation and demonstrate tangible outcomes to the stakeholders.

This case study is suitable for postgraduate students.

Teaching notes are available for educators only.

CSS11: Strategy.

This case analyzed a mix of publicly accessible primary and secondary sources ranging from blog posts to academic articles. Taken together, the case study shows the reoccurring arguments made by self-advocates.

Most of the videos and speeches mentioned in this case study are available online, and students can read/watch them in addition to reading the details presented here.

Autism Speaks entered the nonprofit scene in 2005 and rapidly became a powerful organization that raised substantial funds, collaborated with influential people and shaped public discourse on autism. However, from the beginning, the organization faced considerable criticism from self-advocates within the autism community who argued that the organization’s negative, medicalized narratives of autism undermined the neurodiversity movement’s goals of acceptance and inclusion. Tensions intensified over the next decade, with grassroots activists and disability rights organizations like the Autistic Self Advocacy Network demanding the inclusion of more autistic perspectives in the organization’s leadership and decision-making processes. The Autism Speaks controversy represents a powerful case study on how nonprofits should ethically represent their beneficiaries, collaborate with the community and engage with activist stakeholders.

This case study was designed for graduate or undergraduate students studying organizational ethics, nonprofit management or nonprofit funding and development.

Understanding of quick commerce (q-commerce) and its relevance in modern retail.

Analysis of market entry strategies and competitive landscapes.

Insights into operational challenges and solutions in rapid delivery services.

Exploration of consumer behavior shifts and business adaptation in response to global events.

The case examines Zepto’s innovative approach in the quick commerce sector, emphasizing its strategies, challenges and the impact of the pandemic on its operations and growth.

This case study is suitable for undergraduate-level students, particularly in courses related to business management, e-commerce, marketing and supply chain management.

Teaching notes are available for educators only.

CSS 11: Strategy.

The objective of this study is to grasp the strategic decisions made by Haidilao during the COVID-19 pandemic and the effect on its business performance. It seeks to evaluate the company’s adaptability and resilience, understand the significance of effective regional management and draw lessons for businesses operating in crisis situations.

This case study provides an in-depth analysis of the strategic decisions made by Haidilao in the face of rapid expansion and COVID-19’s impact. It scrutinizes Haidilao’s shift from expansion to contraction, the execution of the “Woodpecker Project,” and the reinstatement of a regional management system.

This case study is suitable for MBA courses.

Teaching notes are available for educators only.

CSS11: Strategy.

The case study aims to facilitate a deep understanding of the strategic decisions in the context of asset-light model, its competitive advantage and industry dynamics within the context of the Indian hospitality sector. Suggested teaching objectives for the case study are as follows:▪ Analyze the strategic decisions made by Lemon Tree Hotels in the context of the Indian hospitality industry.▪ Evaluate the challenges and opportunities associated with the transition from an ownership-centric model to an asset-light strategy.▪ Discuss the competitive advantage built by Lemon Tree Hotels and the implications of its unique market offering.▪ Explore the impact of the post-pandemic era on the hospitality sector and the strategic adjustments made by the company.▪ Encourage critical thinking about the future trajectory of Lemon Tree Hotels, considering the ownership dilemma and evolving market dynamics.

The case study explores the strategic decisions made by Lemon Tree Hotels, a mid-market hotel chain in India, at the intersection of ownership and asset-light strategies. The founder, Patanjali Keswani, faced a dilemma of whether to persist with the ownership-centric model that propelled the company’s success or to pivot toward an asset-light approach, acknowledging the capital-intensive nature inherent in the industry. The case delves into the complexities of expansion, the adoption of an asset-light model and the challenges and opportunities encountered. Keswani’s calculated decisions and the company’s unique offering established its competitive edge. However, the shift to an asset-light model raised questions about the sustainability of this advantage in the more competitive mid-segment hospitality sector. The case discusses the challenges in the mid-market hotel industry in India, the transformative changes in consumer expectations and the strategic significance of the company’s transition to an asset-light model. The narrative unfolds through a lens that considers the competitive advantage built on a positive brand image, operational efficiency and a unique market offering. The case concludes at a strategic juncture, leaving Keswani and Lemon Tree Hotels grappling with the dilemma of ownership versus asset-light strategies, with implications for the company’s future trajectory.

The case study is designed for postgraduate students studying management, business administration and strategic management.

Teaching notes are available for educators only.

CSS11: Strategy.

This case has been developed from both secondary and primary sources. Primary sources included an interview with a co-founder of Cars24 and discussions with company personnel. The secondary sources include the company website, media coverage and analyst reports. These reports provided inputs for this case. Independent market studies and regulatory filings were used to triangulate facts and information.

Cars24 was founded in India in 2015 when the country had a low motorization level. Buying a vehicle, specifically a car, had always been a status symbol in India. The used car industry was fragmented. The organized sector was just 12% of the market (see Case Exhibit 4). Buyers could purchase used cars from a dealer with value-added services like car ownership paper transfer, finance and insurance or from a known person. The Indian used car market was supply-constrained, and existing dealers had lived with this problem. Cars24 had realized this difficulty, so when they entered the industry, their first move was to handle the supply side of the business. They aimed to secure the supply of cars to build a robust business model. A hungry dealer market would get the supply of the used car, and the sellers would get an unparalleled selling experience. By the end of FY19, Cars24 had the most extensive network for used cars in India. In 2020, it entered the Unicorn Club. Cars24, a used car industry entrant, had unlocked demand and became an industry leader with a blend of “disruptive” and “nondisruptive” growth. Their next strategic move was to convert buying and selling of used cars into a retail business. Online purchases were on the rise in India due to internet penetration, and Cars24 borrowed the idea from the e-commerce industry to design its retail business vertical. In 2020, due to COVID-19, trust in online channels and the demand for personal vehicles increased, which developed into an opportunity for Cars24. It seized this new opportunity to expand market boundaries by selling used cars online.

Their results for 2022 reported INR 51bn approximately as revenue from operations. Vikram Chopra (founder and CEO) recognized that while losses of Cars24 had reduced as compared to the previous year, concerns remained on cash usage and on making the business sustainable. This would entail continuing to increase the scale of operations, strengthen cash generation and finally move closer to registering profits. The team, led by Chopra, got together on October 17, 2022, for a long day of brainstorming on the performance of the firm for the year 2021–2022 and to discuss the critical next steps. It was time to go back to the drawing board to consider new strategic moves toward growth and profitability and to review the cost structure.

This case is intended primarily for graduate-level management programs, including Master of Business Administration (MBA). This case can be used in Strategic Management, Blue Ocean Strategy and Entrepreneurship courses. It can also be used as a capstone segment in a Blue Ocean Strategy course. If used as a module in a Strategy Management or Entrepreneurship course, the instructor may wish to use a session ahead of the case to introduce the class to the frameworks to be applied.

The case is designed taking into consideration the three learning domains of Bloom’s Taxonomy (Bloom et al., 1956) – cognitive, i.e. knowledge and thinking; affective, i.e. feelings and attitude; and psychomotor, i.e. specific applied skills. Accordingly, these learning objectives are identified:▪ to frame a data and insights-driven design challenge and communicate product and solution design ideas clearly (LO 1);▪ to understand and apply the design thinking process for data science and AI-enabled digital product ecosystem innovation (LO 2);▪ to deploy a structured methodology for adapting a data science and AI-enabled digital product ecosystem in diverse markets (LO 3); and▪ to create a digital product management and go-to-market roadmap for tapping new markets (LO 4).

Stones2Milestones (S2M), a pioneering Indian EdTech company founded in 2009, is preparing to script a first-of-its-kind global success story with Freadom, its machine learning and artificial intelligence-enabled English learning product suite, being used by over 7,500 schools and 1 million-plus K-12 students. Driven by the mission of creating a nation of readers and helping every child “find their place in the world”, the bootstrapped social venture struggled to sustain itself in the initial years despite a healthy uptake by schools of its evocatively named offering, Wings of Words (WOW) that aimed to inculcate the habit of reading among 3–12-year-olds through storytelling. In 2016, S2M pivoted to a product-based model led by technology and digital innovations, launching Freadom, an adaptive mobile reading app that logged an exponential growth in its user base. By 2019, Freadom’s remarkable vision, a data science-led product map, and its enormous potential for global socio-economic impact had earned it a serendipitous association with Stanford University as a mentor and collaborator. Over the next four years, S2M’s contrarian bet on a data science and analytics-led product development strategy, an obsessive focus on user-centric continuous product innovation, foresight to translate the Covid-19 pandemic crisis into an opportunity, and strategic impetus to leverage the Stanford association led to 20-fold growth in its user base, sustained commercial success and global recognition. Enthused by Freadom’s growing success and its untapped global potential in transforming English language skill-acquisition as an essential life-skill among learners in 110-plus English-as-second-language (ESL) countries, the S2M product team had christened Freadom as the “English OS for the World.” In November 2023, in pursuit of ambitious global aspirations, S2M entered into a partnership with the Finnish Global Education Solutions (FGES), a member of Education Finland program controlled by the Finnish National Agency for Education. The S2M-FGES joint venture, by leveraging the mutually complementary strengths of the two partners – a market-leading data science and AI-based product suite with the Stanford pedigree, user-centric innovation expertise, an established and loyal customer base, easy access to low-cost tech and data science talent, sales and distribution capabilities and the global stature of the renowned Finnish school education system that could open doors – aims to further develop and deploy Freadom on the international stage. The case introduces Freadom at this pivotal juncture, identifying underlying dilemmas and challenges that must be addressed towards realizing its global potential. How could Freadom’s ambition fructify, of establishing a made-in-India English learning product suite as the “English OS for the world” in mature global ESL markets, an audacious dream that had never been attempted before? Would the product development, customer acquisition and market expansion approaches aimed at “creating a nation of readers” that had worked so well in India, be replicable in diverse K-12 learning landscapes such as South Korea, Singapore, Middle East and Finland, that were very different, each of them unique in its own way – in socio-cultural, linguistic, educational and pedagogical environment? And, how could Freadom continue to deliver on its promise of being the ultimate English learning platform for 3–12-year-old K-12 students globally, helping them find “their place in the world?”

This case can be used in courses or modules on data science and AI-based solutioning, design thinking and communication, user-centric problem-solving, creativity, innovation, social entrepreneurship, new product planning and development, digital product management, customer experience (Cx) management, sustainable development and international business. The case focuses on the contemporary theme of data science and AI-based design thinking as a tool to understand and frame a socially-pertinent need gap and design challenge, communicate and evaluate ideas and drive sustained user-centric innovation in a digital ecosystem. The surrounding context of this case pertains to social and impact entrepreneurship in an emerging economy with high socio-economic disparities, and underscores the potential for grassroots digital innovations originating from emerging markets to address societal and human development need gaps globally, including in developed economies. This case, therefore, presents a unique opportunity to the faculty at global business schools, which have a fairly diverse class mix from developed and large emerging economies, to generate an enriching discussion on the multifaceted potential of “border-less” social entrepreneurship and innovation. The pertinent theme and surrounding context make the case particularly relevant for the following suggested courses/modules: core/introductory courses on innovation, data science and digital technologies, problem-solving, communication, social entrepreneurship, product management, emerging economies, international business and sustainable development; and elective courses on data science and AI applications, design thinking and communication, educational technology (EdTech), entrepreneurship in emerging economies, creativity and problem-solving, digital business, social and impact entrepreneurship, sustainable business strategy, international expansion and customer-centric communication.

Teaching notes are available for educators only.

CSS11: Strategy.

This case study aims to familiarize the participants with the functioning of the herbal tea industry in an emerging economy like India; understand core concepts, key terminologies and the business relevance of different types of business forecasting; and execute time series forecasting models using MS Excel and interpreting the results.

This case study unveils an important operational concern faced by Deepshika Das, the production manager at Sri Sai Tea Trading Company located at Cuttack in Odisha, India, about future sales projections. The company was gaining popularity for a unique herbal tea called “Chaa Lemon Tea.” However, the company had been experiencing frequent overstocking and understocking due to inappropriate qualitative forecasting. This case study underscores the importance of the concepts associated with quantitative forecasting. It demonstrates the analysis of time series data, building forecasting models and their interpretations using MS Excel.

This case study can be used as a systematic learning tool for postgraduate business school students and master’s level industrial engineering students. This case study can be discussed in courses such as operations and supply chain management, business statistics and quantitative decision-making.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The case was developed using a combination of primary and secondary data collection. The main source of primary data collection was an interview with the founder of The Hair Addict, Doaa Gawish, in August 2023, with later follow-up calls to clarify some aspects of the business model and obtain more specific information. For secondary sources of information, the authors relied on the company website, as well as a couple of published interviews with the founder in an online business magazine [1] and an independent news website that covers Egyptian news, culture and lifestyle topics (Makary, 2021). The case also relies on macroeconomic and industry data obtained from various databases and research report providers, which are referenced in the case and teaching note.

This case study explores the decision a woman business founder, Doaa Gawish (she), needed to make with her team regarding her firm’s growth strategy. Gawish founded The Hair Addict (THA) in 2018 in Egypt with a mission to provide all-natural hair products to women, motivated by an online hair challenge movement that encouraged women to defy social norms and embrace their curls. Following the success and growth of the business in Egypt, Gawish had to decide on her next expansion strategy, given the country’s various economic and financial challenges. The case allows students to evaluate the growth decision by conducting a full-fledged market sizing, sales and financial forecasting to compare two scenarios: growth by further penetrating the Egyptian market with new product offerings for a different segment or growth through venturing into a new country while leveraging on her experience with women needs. The case is intended for an undergraduate capstone business class or a graduate strategy class to expose students to real-life market challenges facing women entrepreneurs and businesses in an international context. Students will use quantitative and qualitative analysis to defend their recommendations. An Excel workbook is provided to aid with their analysis.

This case can be relevant for an undergraduate capstone business class or a graduate strategy class that uses a practical pedagogical case-based approach. The case allows students to apply and integrate prior knowledge in business strategy, international marketing, marketing strategy and finance in a holistic, multidisciplinary approach to make a strategic business decision within the context of women’s entrepreneurship in developing economies.

The case study was developed based on secondary data from the publicly available initial accident report of PIA flight PK8303. The facts presented in the report were then analyzed in the light of the Human Factor Analysis and Classification System (HFACS).

The case revolves around the terrible aviation mishap that occurred on May 22, 2020, when Pakistan International Airlines (PIA) Flight 8303 crashed in a Karachi residential area. A total of 97 people lost their lives in this tragedy, and it was Pakistan’s 18th major aviation disaster. The case study explores the human errors and failures of ground handling agencies, air traffic controllers, regulatory agencies, airline employees and cockpit crew by using the HFACS. The focus remains on mistakes made by people, which revolve around inefficient and ineffective communication, and contempt of safety regulations at various stages of flight PK8303.

The case study is designed for the students of aviation management at undergraduate and graduate levels.